 Well, I just got the nice round number of 635. So I will call us to order. And forgive me in advance. I'm sharing and taking the minutes Carlos can't make it. Hi, it actually keeps me focused and I'm not a voting member. So I'll just be super lightning. If anyone's off topic, I'll know. We'll call the order at 630. And let me add my toil to the present list. And are the rest of our. Members will be remote if they show. Public comments. Steve welcome. This is automatically recording. And we do broadcast. That is correct, right? Chris, we're reporting the night as every night. We've been on, we've been on this. We've been on our work page. Less than a week after we're getting. Yeah. I'm assuming that's our default at this point. It's been a second. Yes. No problem. Can we set it so big? Yes. Chris, can we set it so big as that? Especially when people come into me. Yes. So that is. I'm not sure what the E1 is. I don't know. Maybe the recorder. Your priority. Can we get, especially as we get in remote people come in and get this one big. Sorry. And I'm not sharing. I take your space. So you are the recorder. So we're screen capping it, but if you can have her part on that. That's way better. And as Sue pops in recording in progress. I feel alive. All right. CJ is quiet. So I'm assuming she got everything. I don't know. I don't know. I don't know. I don't know. I don't know the center of the full agenda. With everything. Passcode phone in. Was that your public comment, Steve? Repertory. Some of this might. Merit. I don't. But I didn't have enough time to review your agenda. Sure. Sure. I don't know enough about the new manager. Yeah. Yeah. Yeah. So you'll learn about that. What I want to do is the. Kind of structural. It may be preliminary. Or premature. To be setting in stone some of these. New management models or whatever. Because. Or the migrates to more public funding. And I have. You know, I've been engaged in trying to identify. Funding sources that the state could commit to. In an ongoing way. That is going to raise issues of transparency and accountability. That. Are going to be difficult. Even right now. Orca being the holder of the media. Recordings for the city of Montpelier. And. And ambiguity between the city and the. Orca over who owns blood and who's entitled to have a copy of what. And at what cost. And. Is it edited or not? I mean, I don't want a nonprofit board. And bar going to hot mic moment that we need to hold the official. Accountable, you know. And that kind of thing could happen. And so. I just think where there's a lot of hot issues that need to be. But we also need. To engage more people and making a more dynamic. It's become click. And it's. It was a mistake to give up a downtown presence. I said it then that you need to invest in a downtown presence. For. For the folks that are going to come in the high school students. And the one off. For the producers. They need to have easy access to equipment. It's not easy getting it up here and out of here. So. These are things that. Need to be thought about, but the. And I don't know how best to get into your planning process. The click ishness, the not getting returned phone calls. You know, trying to pick. Get. You know. And a part of that was Rob. And part of it's Rob left. And, and, you know, the ghost of Rob. And. We really need to. Only. In vision, a new model for how this becomes a community resource. That. It's. Also, because more and more of your. Audience is going to be. Overstreaming. Everybody in the state. And. It needs to be the flagship. You know, and, and we don't have the capacity here. We actually provide a lot of the content for the statewide channel. Like. I know. An outsized proportion. I don't need to put you on the defense. I'm just saying we're, we're not getting. Routinely. No, I don't. I mean, we're not being recorded. But you're going to need a fun, a share, a fun sharing model. Through the statewide access channel that allows those other access centers to pay you for the outsize proportion of content that you're putting in. And I don't hear or see that discussion. It's been this statewide. Things has been going on. We talked about for years. And. The values that we were speaking from are all important. That's transparency. And like the who, the who owns what, like we're not the official archive for a lot of these public entities. But we put a clearly a gavel to gavel recording is, you know, maybe more than gavel to gavel. You need to show the legislature that as soon as the quorum is present, the cameras and running, you know, and because that's the way committee, the committee's been an abomination in the legislature to watch those people turn off the camera when all the committee work and scheduling and attitudes are being discussed, you know, it's, and so by setting a standard for transparency with forms present, I got that idea from Paul lights, forms present the cameras are running and you just get used to it, you know, so, but we, there's a lot of work you might need a subcommittee to focus on some of this and bring some ideas back to the board. Yeah, I appreciate it all. And we are, you know, we're in the physical transition, although it happened in February 2020, it was March 2020, which was COVID times. So we have yet to have our open house here to say welcome community. And we, you know, the fall fingers crossed. And then also we're looking at a different staff instruction. We're going to roll that out tonight. We were looking forward to that. And then the problems that need resolution faster than that with the molecular recordings with the center of a law of public safety authority refusing to record that they're refusing to record claim you're their official repository. Okay. And you're not under a contract to record either of those. You have no public records production obligations for copies and costs. So you may need to force your client towns into contracting with you as repository. And you set them each up with their own Google drive, terabyte or 10 terabyte, you know, modules. And they retain ownership of that. He's working ever just bands. Right. But that's the thing you can charge a service for most cities are not prepared to take on storage of any of the terabits of video. So those are some ideas that I think, but I'm wrestling with CV PSA refusing to make reporting, even though the law explicitly states they must. And the city and John would like to have recordings, but he had trouble getting a return phone. You know, thank you. I can't capture the specifics of that last night. It's on record. And it's already reported. Yes. But our minutes still need something. So, and we appreciate it. Any other public comment. Point of information. Sure. Who's the new raw. We. We'll report out from the hiring committee and the staff has done some really good work looking at a. For his auto management structure. That's really. I see it solving a lot of things. I think that's there. I think it's a good idea to have such a thin work before in other places. You have. Great. Thank you. We've got next up public approval. Going to want to store in place. Approval the minutes of April was at 23rd. We're going to have to table Carlos is in Puerto Rico, our secretary. when he gets back, he will check his computer. He thinks they're on his computer. I don't know why I didn't instantly share with Rob that night, but Rob didn't have it. Carlos doesn't have his computer. So approval minutes will have to be tabled. Worst case scenario is if they aren't on his computer when he gets back, someone's gonna have to watch the recording and just at least record the decisions. And we won't say tonight, but that's the worst case scenario. We may not have to go there. And we've got next up with the approval, the April minutes table is the financial reports. And why don't that be Mike? And we've got the blurs. Well, let me see. The only financial report I can say is that I have just signed three papers. Removing John Block. That's important. Removing Rob and adding Mike the body. We now have signature authority over the Edward Jones Reserve. And the only thing I can tell you at this point in time this would be a terrible time to sell. All the market numbers we're down today so I think that's not the capital financial report. We should have sold all up. We should have sold three months ago. But no one's selling today. Well, there are some people that are forced to sell but have to cut their loss. That's when you take a beating in the stock market. Amen. When you're forced to sell. Is that really the point of order? Sure. But in keeping with that idea that we're taking public money now, we're still not a public agency. But I believe things like not approving minutes or even tabling them seems to be done by motion. I'll just see y'all. Okay, sir. I'll take a motion to table the approval of the minutes of April. Also. Dave moves. I'll second. And Mike seconds. All those in favor of tabling approval of the minutes. Please indicate by saying aye. Aye. Aye. And that's a unanimous seconds. Thank you for your patience and double duty here. Okay. And I'll note Carlos back July 5 check this computer. There we go. All right. There's also, I think this would fall under financial reports and I may just entertain another motion here. So I work a month, 10 months a year and I've been able to get over and get signatures on here on this and that. And staff discuss Zach being the signer, adding Zach as a signer for further checking that accurate. And that's what I think that would require a motion as well. So we can go forward with that. We'll get the new docs in. And then I'll, I'll just make the request with the bank to add Zach to refer check. But I don't want to do that. Unless we have board approval of that. And Any discussion on that. How the team came to see Zach, it's very obvious person or I've entertained coaching or a conversation. Yeah, I think you guys financial. It's pretty obvious. I'd be curious to hear how the decision was reached. I'm sure I think that this will be something that is touched upon more in detail in just a minute here. But I think that Zach needs probably most of them, not all of the equipment purchases. And so that as far as you know, who's able to sign a check, Zach's also able to sign a check. So I think that we broke it out was I cut the check. So I drink the info into quick books. And then so rather than have me sign it, or so then I think Christopher can review it. And then Zach also will review it. And he signed it. So kind of to divide up the. Do a little checks and balances in terms of like, I'm not going to cut the checks and sign the check. So it'll be someone else. So that was also how we kind of came to it. We just moving with that arrangement. I could have the whole, I could entertain the motion. I don't have any arguments against what you just said. And it sounds. Right. And there's some checks and balances. So I'm moving. I'm not going to cut the checks inside the check. So it'll be someone else. So that was also how it came to it too. We just moving with that arrangement. I could have the whole. I could entertain the motion. I don't have any arguments against what you just said. So I'm moving that. I'm moving that we. Set that description. I'll let us. Handle in the money. I share. Three steps. Thank you, Dave. So move stats active for checking as a signal. We have a second. Second. Thank you. Second. Second. Thank you. Seconds. Is that process that you just described? Is that actually a. Written policy that. Jack doesn't. Enter his own checks in the quick books to buy something. Ever. So there's always two sets of eyes. So. When we divided tasks and the interim, I took over entry into quick books. So he doesn't have a login. He doesn't have. I mean, he has access to the reports because that's all shared, but he doesn't actually have any. Access. Yeah. Yeah. Yeah. And I was really just impressed with how this trio. Came to realize. Zach ought to be the one. Given Chris, you're on the use of documentary lab. You're doing payroll and cutting checks. Like. There's a. Every time I've thrown something at you guys, it's just been a real logic to how you come up with them. This is the how to second that too. I think that part of like updating our policies. It's like that. It's been a while to see that. Yes. Yeah. That same policy for every single thing. So it isn't causing. Having like a written out procedure would help. So that there's a standard. That is done every time. And so it's not necessarily bonding things down here. We're having like, it's like the one person who isn't. Around. Doesn't sound like that's an issue. It's been more than one. Right. And I'll just be less around about clear area of this two months. As a teacher. I won't be a more clear area. So this just. Sacks around and there's sets of eyes. And it's, it's got a structure, but yeah. Now that we've built it. It is. You can memorialize it. Policy as well. So we have. A movement in a second to add exact. For check. Further discussion or shall I call the question? All those in favor of that exact for checking. Please indicate by he's. Indicate by. If you don't. That's. So. That's why it's so long. Oh, okay. And it's perfectly comfortable. So you've been hearing. Okay. Sort of. Yeah. I can, I can hear. Most everybody. It's a little hard to hear Chad. Got it. Got it. Did you hear the, the, the motion. Yeah. That's active for checking. All right. That's Dave Chad seconded. All those. That exact for checking. Please indicate by saying aye. And opposed. And that's unanimous. Thank you. And on the financials. Does staff want to draw our attention or Mike or anyone to some of the. Information we have on. Budget actual versus. We're aware. So in terms of. Budget versus actuals, I guess. I generated. So I am getting. Used to how Orca does. Quick bucks and puts in stuff. So there may be some. I did. Work really hard to try to get the, the salaries. I think that's true. Usually a journal entry from the accountant. So it's been. I don't know if you remember the budget versus actuals from previous. It was all in the account. Column. Or row. But so I've hopefully done the journal entries. Right. And I think it's the salaries now should be a little bit. More reflective of where we are in the budget. Or I should say the compensation line. But at the same time out there out there. And you know, the accountant did make some adjustments. So next month or next time there may be some. Adjustments in coding, but I think for the most part it's, he said, it was pretty, it was pretty accurate. So. Great. And I think. So one of the things I. Oh, this in the next. The drama. Oh, yeah. All right. Anything to report on Edward Jones just kind of took a small head. I'm hoping it's not too terrible. No. If anything, we are up a little bit from a month ago. And we probably are down with today's news. I would bet that today was real too, but I haven't checked that. So. Now, once again, this reflects some fairly conservative kinds of investments. I have a might my own portfolio is swings more wildly than this. But this comes from years and years. Of. Of boards that simply did not believe. You know, I'm not sure. I'm not sure. I'm not sure. I'm not sure. Yeah. You moved us off the money market monthly. Monthly maturing. 12. Market accounts that would monthly mature. And up the tail end of those days. And Franklin. That's because that did not exist any longer. That was a good market when you could get like 7% on a CD. You can't get 1% on a CD these days. CDs may be coming back. Depends on how long this inflation is going to last. Sure. I mean, that could come back. I don't know if we really want it to come back. It'd be a sign of other things. Yep. So I think we need to talk a little bit just for the people who listen. Yeah. Yeah. Yeah. Kind of talking this level. Good, good audio check. Sue, how are we doing? Good. Yeah. AC off. AC off probably helps a lot too. Okay. Thanks. More, more commentary on the. Financials. Or questions or a motion to accept. That's a move on to the director's report. We've got the budget here and of course I am somebody I'm not prepared. I don't know if there's any concerning numbers that jump out at people. That's always a good. Good father. There's something that's got a burn rate faster than the. Big surprises about halfway through the year. Big surprises. Okay. I'm seeing this for the first time and normally this kind of stuff requires a bit of study. All right. Which I'm not, you know, All right. Big pluses. The documentary lab. Is over budget by seven grand. Is that covered by grants or are we just in a funny place where all the upfront expenses of. You know, Some of that was like a strange. Carry over from the grant from last summer. This is my understanding. So that wasn't. That 23,000 that we were awarded last year. Not. I know that not all of the money came back because that was a lot of money. But it's time. 2020 budget was prepared. So. Got it. Any other numbers. People want to. Pick on there. We are about halfway through the year. And if you see a lot of fifties and forties and. So 30 is even. And your legal expenses for the fun of it. Legal looks quiet. That's a good thing. You want to see budgets go crazy. Legal is usually a good place to look. So I would. Entertain emotional financials. Some questions are exhausted. Mike D. so moves. Second. All those in favor of accepting the financial report. Please indicate by saying aye. Aye. And opposed. And that's unanimous. Thank you folks. We're up with the director's report, which is an interim. At this point. That's right. So this is the June 28th. 2022. All I need. The director's report. It's printed here and I can just kind of. Read through it. But please stop me. So yeah, we added a few sections to it kind of based on the. Legacy. So production in addition to regular meetings and productions, we recently completed live streaming of local school graduations and concerts. Gin and Zach completed a live streaming tests and site visit at the state house lawn. Success. Testing the live streaming capability there. Orca media. Supported a new community producer named Julia Wilk. In a full video production and coverage of Shakespeare, Vermont's Romeo and Juliet performance. So that was really great. Lots of cross promotion there too with their new group. Sean is helping with editing. That's new staff. Sean is relatively new. Yeah. We're training to new part-time camera operators. Sean is at 20 hours plus. Variable. He's probably falling between 20 to 30 because he's also helping out with the. The youth program, the summer camp. So he's actually turning out to be very versatile and he's, he can do editing. He's very proficient. With the camera. And so he does a lot of the different types of shoots. So it's, I think we've been. Trying to keep them busy. Yeah. Sorry to cut you off. Chris, you were speaking of two new trainees. Yes, there's two new. Part-time camera operators. And we kind of expand on them a little bit in the staff. Section. Later on, but I'll just let you know that we hired. One young person from. Who's currently at the central Vermont career center. And then one who's here just for the summer from New England Institute of technology. Yeah, then I'll go back over here. So working media is a sponsor and also will be live streaming the upcoming July. Third independent state celebration. So. You may have seen our logo on some of their materials, which is great. So moving to outreach and community partnerships. Orca media was a nonprofit sponsor for Montpelier pride. Best. Along with covering and broadcasting the event. Orca media is sponsoring the upcoming. Summer screening series presented by Vermont production collective at the Christ church in Montpelier. David Littlefield of Vermont PBS, which is now public. Has moved into Rob's former office. And out of edit one. And so we're hoping to establish a more permanent relationship and residency with. The producer director David Littlefield from Vermont public. So. That. Also leads to that I. Christopher recently met. With Eric Ford, the director of content. Content partnership from out public. To discuss potential collaboration around new youth media education programs between Orca media and Vermont public. We'll be specifically at schools and connecting you to the state house legislative sessions. And I am scheduled to meet with Scott Finn, CEO of Vermont public in July to continue that conversation. So it's exciting. The Orca media make TV camp started up on Monday. So we have a full house here this week, which is kind of why things are really exciting. And why we're in this space, which is nice and colorful and bright. I think it's nice to be able to come in here. We have 10. Which is. Surprisingly. It's pretty good. We've been able to have three staff. Supporting them. Actually, all of us are here really. So all four of us. Sorry, Sean. This is also here all week. And. Yeah. It's been great. So they're. Building a programs with little segments and they decided to do some parody news. And parody TV and small segments. So they're working outside inside in the studio. They're all over. So. So how, how, how many days does the summer program been? This. Just started on Monday. Nine to three on Monday. So it's a full day camp. Yeah. This is a full day donation base or sliding scale. At donation. Camp. And. Kind of looking at the 11 to 14 year olds. And also looking at our, this is really our. Guess in a while. It would be our first like full day camp. Outside of the Vermont. You talk about your life being more of an intensive. For the older kids. So this is kind of a, this is great. And yeah, we have a lot of engagement and a ton of excitement. So. They're. They even wanted to do a sleep away camp. They said. They really want to be here and they're enjoying themselves here. So it's, it's awesome. So. Moving on. Vermont. You talk about your life. This is really our guests in a while. It would be our first like full day camp. Outside of the Vermont. So. Moving on. The Vermont. You talk much about recently won an award from the freedom of. And unity filmmakers contest on a white rip junction for a. Vermont. Media. Sorry. Media project produced last summer. So they, that was a cash award, which is awesome. And I'm distributed along the five participants. So. Have we seen. I think I spoke to somebody's mother today. Yeah. It was the award winning production. It was the award. Yeah, it's, it's online and it's on our. Should be on. I know. It's an archive and it's on. What title should we be looking for? If you just look at our, the YouTube page that. It's, it's called. It's actually called untitled. It's called street art and public art in Montpelier. So. Short little kind of experimental video journalism piece. And it won the. Experimental film. How many minutes. It's only. Eight minutes. I forget. Last summer. It's been a while since I've seen it now. It feels like, but I think it's five to eight minutes. Yeah. So do the kids that get it. Yeah. Mention them. Oh yeah. Yeah. And then, yeah. So they'll. And then we. So it was in my rejection. Just last week and I, and I sent out kind of a. We found out. I guess like two days before. So I sent out a notice to all of the families and the participants and invited them. To go. To go. To go. To go. To go. To go. To go. To go. To go. To go. To go. To go. To go to go. To go. To go. To go. To go. To go. All of the families and the participants and invited them to go and accept the ward on. On the behalf of the program. And so one of a, one of them did tiger and. So that was great. Him and his mother got to go and watch pictures. All the questions around gender. What's the gender face of the 10. Of the 10 here. So okay for the time here this week. Yeah, and then you thought labs come out that's coming up structure. That'll be We're still playing with that like figuring out what works best because we've heard different things about weekends last summer So we're doing six Fridays this This summer and that's coming up July 15 The Sean have a surname Sean does have a surname it's Sean is also a really talented filmmaker on his own his partner and make I would say or films. Yeah They describe it as Something else though. It's a minute story. Yeah, but it's it's like not suspense. There's something but he has good quality It's really great. It's very talented We don't have any chance to claim credit for the young genius that just got a job at beta I didn't chance What's his name The world has a picture of him Yeah, maybe I mean we've had a ton of engagement with you 30s you over the years so It was in the world newspaper. I could check it out. Yeah Close before we move forward, there's one thing that I just wanted to do back to you the Talked about it's awesome. You're talking to Eric and Scott And I was curious if I would throw into the pot to reach out to Amy at the arts council sure About those school programs. So I know that she says that they've had some trouble Getting some of their programs going especially trying to do they're trying to Forget what the name of the program is where they have like someone in residence Filmmaker in residence in the schools and they've had trouble finding people Those those positions and I think that that's what they did that big, you know that experimental dancing that they've been screening around this Worry not the pouring probably that's Lucas this thing. It's a it's They just played it in Burlington. It is a thing that they did in collaboration with schools and They had someone just I haven't watched yet, but it was described to me. I was like that sounds very confusing I mean one of the things that David Talked about expo that's what it's called. Okay, okay, right, right. Let me Media factory I think that the media factory was involved and there was a dance multi-media artist who was working in a school maybe up in Can't think of the town. It's just north of here, but yeah, it was very interesting in Calis Cool, well, I will say that David Littlefield and Eric forward have both been That's one of the ideas that we've kind of been talking about loosely is like doing in residence programs You know, we've done some recent media arts education consulting projects with Orange Southwest and with playing field And so the idea of like being a little bit more private You know, whether it's somebody from orca or somebody from Vermont public or a collaboration between the two is a great idea They're talking for that and they and they would my problem in Trying to ID people for is that it definitely would want to be someone who's maybe a little bit newer and Welcoming and would with the project would benefit from my youth energy and Either way that a lot of people that I interact with is like that. It's like adds too much chaos, right? But yeah, yeah And jumped out to me when you were talking about that school. Yeah, that's right. Well, totally before I'll definitely keep that in mind when I meet with Scott And I think that that's a great idea to keep so there might be funding behind it Yeah, definitely I think that that's one of the great things about doing consulting work with schools is that schools do have some extra Cast right now and we they were all able to contribute to us So that was really nice is there for a possibility for us to have a meeting with down here Actually, yeah, that one of the things that he's been wanting to do is come visit us and just kind of get more familiar That's great. He's he's been doing Just let me know that he's been doing little visits to the Burlington community media centers But it's very unfamiliar with the rest of the state as far as like what media media looks like and so he was But very familiar with like the content of working media. So I think coming into our space and hanging out So yeah, yeah, Eric and Scott were both very much Orca was brought into their minds and in a present Thing to them as a result of broadcasting the during the pandemic the press conferences of the governor Oh, and they found it an invaluable resource that I've met up with both of them at a film festival in Burlington a while ago and they Both expressed that and we're both actually very interested in talking with Orca about the Transparent transparency and archival a storage of Proceedings and meetings and all of the stuff. Where does it go? And I would think if I were Eric that it would be great to have a place that had the material the equipment and the idea and Was already enacting things up of that milk that actually could come to schools or Superintendents or people in the Burlington area and explain how and why we do what we do You don't forget the Vermont public has fifty three million Yeah, that was our spectrum. We got so right So that they can capitalize some of these products. They definitely do. Yeah the mention of the Ron Arts concert Do we know the state of our grand? Right, you know, there's no they're starting a little out. We didn't get the digital capacity grad So there's gonna be a few things that in here that just since we have been pretty busy that I may have neglected sit Yeah, yeah, yeah Unfortunately, we did not But I am is that a form letter or they say weaknesses in the app do they critique the application or would you They do what's great is that they had an outside party like review the I think there was a you were kind of involved at a different end But there was a hundred and fifty or so applicants and only forty awards So, you know that it was pretty competitive and They did send us some written feedback, which we've reviewed I know that the Vermont after school had a very similar situation where there was a 200 applicants and we didn't get that one either and that was very helpful to see that the a lot of the focus and I won't digress too much but a lot of the The focus was around like just what Our Experience with like professional development has been so I think that that is something that we're really excited to because we've done Zero like diversity equity and inclusion trainings. We've done Very little as far as just like I Mean, you know when especially working with you they they want to make sure that you've gone through some kind of like mental health Professional developments that you're aware of, you know, a lot of obviously you're just dipping your toes in those things But so I think that that is a huge for me looking at the response and feedback from some of these grants Yeah, learning process to apply into the grants and getting feedback is looking at professional development opportunities to just Yeah, build us up as working media That's Them directly they will give you specific feedback on your grant That's right. Yeah, and luckily it's been written. So most of them and I think I could For both cases if you're interested in reading I could share with the board the feedback so you can see my application And you can see the written feedback that's worth taking a look at Worth it That would be a Vermont after school and arts It's a big one. So we recently by book They have announced and published People were warned. Oh, okay. Great. They did Yes, I Said I saw GDR got it. So I wondered yeah, and that was really great too because I wrote them a little letter of support. So great, um Would this be an appropriate place to share your meeting with Katie if you see a fair Yeah, sure. I mean I We're gonna go into the strategic plan section next I think that that's a good kind of segue is that if you don't know the recent news that Vermont College of Fine Arts is moving their summer residencies to Colorado Springs, Colorado and What that means is that they are actively looking to sell 10 of their 11 buildings and Lakeview the college hall building. So we had a meeting with the CFO of Vermont College of Fine Arts Who is also our liaison to our tenant relationship when it was really great She reached out to us and wanted to make sure that you know, we were understood what was going on as tenants, right? And there's seven total tenants Current tenants and so it was just like an update on what is The information that's available and kind of giving us, you know Clearing up some of the misinformation maybe and then also letting us know that she does Really value us as tenants and will advocate for us in any kind of Sales yeah negotiation like making sure that there is some You know, that's something what I've read about it said they were looking to sell or lease the other space But I had not seen that they were definitely are they definitely looking to sell all the other buildings I think so. Yeah, I mean if leasing is involved that would probably be the minority of Buildings, I don't know. No, I didn't anyways particularly. They said they can say anything at this point. Yeah, I think because it's all No, but they give you that you pick up, right? Yeah, like maybe you said yeah, okay. Yeah, we know. Yeah, there wasn't anything Yeah, okay On that note, you're about to face two solid years of east state street construction actually nearly impossible Total gutting of that road and the state similarly has a lot of unused real estate down in In the city proper that they're considering how to manage so Don't I would encourage you to think Possibly about sure not a wonderful time to be in this team in real estate. Yeah, right? Maybe something to think about persons um I asked Katie on the female If if stone was its own parcel Right. She says she was going to get back to us. Yeah, but that she said it's taxed with the building next door So I was confused by that that the taxing and the parsley may not be Alive right and I said that's how I read How she responded don't quite know either and and I think that she's she said she would clarify and get back to us. So I think Yes, if you don't know the potum school is a tenant just in the building next door. So she did foresee the situation that could occur where all of the like maybe one or two are commercial buildings and the tenants are asked to consolidate so that's But that it was of course just like her kind of discussing possibilities And the tenants I guess are really only in these two buildings. I believe they're The state has offices over there too, right? Right. So maybe they have a yeah, you're right. They have a state tenant Um, and then there's talk of housing and this would be tough to convert Yeah, I think so versus the the great opportunity for condos in the other buildings. Yeah, it could however would be very affordable housing for single people, but Absolutely, yeah converting a dorm, right? You gotta wonder how that ends up looking. Yep Yeah, but I mean it could be done and it does keep folks out of the snow. Sure Oh, absolutely. Well, we can keep with the price of fuel oil doing what the price of fuel oil is doing It's probably easier to a lot of people gonna have to start thinking are they gonna pay the rent? Are they gonna buy food or are they gonna get fuel? Yeah And this is on some central heating thing where it's always super warm here. It's very warm in here. Yeah It's just stopped being warm like that Good old-fashioned steam heat. Yeah, we could keep our eyes and ears open Yeah, what could be a backup if we had to have And our lease takes us to the 2025 exactly I think that's something to just kind of she said that she's very much wanting to Make sure that all of the information is available and that she's transparent with us throughout the process and Of course, you know recognizing the current lease that we have and there's You know, I don't think that we would be blindsided by any means and she's yeah lovely times there Great so um as far as we also have added the strategic plan section. Um, so Christopher gin and Zach have been researching and working on a Proposal for a horizontal Sociocratic leadership model, which we will be presenting to her indeed new business portion of the meeting tonight um, so that's exciting and recently Christopher gin and Michael met with Chris Wood the board chair of with the Board Chair of rural Vermont to discuss their experience transitioning from a conventional executive director led nonprofit organization to a horizontal sociocratic leadership model. Christopher and Jen recently met with Nathan Seuter, a local nonprofit consultant to begin planning a formal strategic planning project. So this is a conversation that just got started when Raul was here and kind of was put on hold. Can you give us a name? Nathan Seuter, SUTDR. Thank you. So this would fit within, you know, looking at everything really together, looking at this new leadership model, looking at I think a lot of the things that we've been kind of asking for as staff, which is policy and procedure related, transparency and equity and pay, things like that. Yeah. And of course, planning for the future financially too and kind of looking at our, what can we vision for ourselves? What's our, you know, maybe looking at our mission kind of just a robust strategic planning process and kind of embracing that with the board as well. Is Chris Wood, the board chair of what Paul Costello just left? Oh, I don't know. He will remark is different than... Public assets. Public assets. Yeah, yeah, yeah. I think he's the assistant board chair of Raul Vermont. Okay. Did he say he was assistant or... Oh, I don't want to go back to Polina and they were down on the very street for... Okay. Yeah. Well, they used to be nice and working some of the small accounts. They do. And he's also the executive director of Veil in South Royals. Oh, yeah, yeah, yeah. Which is building a local... Yeah. And a good aggregate. And they're very small scale nonprofit. But... But they're doing well. Doing for the smallness of their... Yeah, both Raul Vermont and Veil. Yeah. Okay. So that's super exciting. He left us with a ton of great resources to dig into and just a lot of insight into like any hiccups in their process and just the things that everyone is, you know, really enthusiastic to embrace the change in regard. So, yeah. So we have a few more sections to look at. So staff, Workimedia has a new insert through the Vermont Youth Employment Program. So that program pays for their time here. The interim is Liam and they are working to support daily operations, learn video and audio production for event coverage, manage equipment, do a handful of miscellaneous equipment room, things that have been on, you know, Zach and Jin's list for a while. And then they're also producing and directing their own studio show and creating new signs hand-drawn illustrator, they're an illustrator. So they've applied their skills to creating some new signs for permanent signs for our equipment room and office who may have seen some new part popping up. Liam, high school age. Liam is actually a freshman or sophomore in college. And they study French up in the back. Does he have a surname? Liam uses they, them and they, their last name is, sorry. Riddles. Riddles? Yeah. Yes. And so again, we've hired two new camera operators, as I mentioned before, and we are still looking for camera operators. So spread the word. That's in, again, please. That's pretty much what I said. Is it worth considering possibly as part of that continuing plan that camera operators be compensated according to skills? We've got, we've got some, some pretty rough operators out there. Right. Well, that's good that you mentioned that. That's something that is unfolding actively right now is a compensation policy that better, first of all, that reflects the cost of living in such a Vermont and just updating what our part-time race, you know, how we pay them and how, and the scale. Incentivize, yeah. Yeah, so all of that is coming out very soon. After three months, they get some kind of raise and after six months, they get another point. Yeah. And I think that also recognizing the folks that have been with us for a long time and, you know, and if they, if they, if they don't get it, if they don't get any raises at all in six months, you might want to consider using them in some other capacity, if at all. Right, right. Yeah, that's a good point. And I also think that part of the issue on the, on their end might be, you know, you're going to have high turnover, if the rate is low, that your pain and the hours are already infrequent, which, you know, sometimes we can't control, you know, we don't have a ton of hours that we can guarantee to folks. And this was, this was like a, also like a half-started initiative as Rob was leaving. Very much, yeah. So you guys have figured out a new range. I don't know if you want to get into any gritty since we're on topic. Oh, because I was going to be... It's coming up later. Well, it's part of the to-do portion of the director's report. So we briefly talked about it and we did want to, we were going to either say that for new business as well, just because we did come up with a, what we did was we looked at the type of productions that our camera operators do. And so the very last page, sorry, or not very last, but at the end of the packet, you'll see a diagram of like that. Yes. So what we did was we broke it down, sorry, we broke it down in terms of the events and then kind of started to standardize it in terms of what skills that they, the camera operators might know. And then as they progressed mastery through these types of production and knowing the equipment, they go down in the skill and they start to go into a new batch of money. So... Well, that's down to the 50 some, down to the total look at that. So we were trying to make it very standard in terms of like, okay, they know how to do a mixer and what does that mean? That means that they're writing. So we tried to be able to quantify these skills and where they might fall in their pay structures so that it gives them, like if they keep as they master each one and learn new skills, it'll keep them going so that it's not necessarily be sometimes, sometimes like if they're very proficient and that like I think Sean like knows a lot of stuff. And so that's our initial and what we wanted to do was present it to the board and see how it looked and then present it to the staff. I think we're planning on having a camera operator meeting in July and to just, you know, let them know this is what's going on and also to show them this is what, because we had, what we had done is raise everyone to a new starting salary that was the same for everyone so that we can start now placing people based on their skills or the mastery of certain skills. And then there also there's a longevity piece and that we would add in. And I was thinking like we would take the number of years times like the average pull-up through the last five years and say for every year and that would be a standard way of saying, you know, so for every year you'd get a certain percent. And then once everyone gets placed, then we can start talking about, okay, well, every year there might be a different pull-up percent because I think we're on the street this year's pull-up is going to be huge, you know, it's going to be more than what it was kind of thing. So that's where that might be the piece that continues on. But we wanted to start placing people because we put everyone at 16 to start them off. But then now we broke out all the tasks and the duties and the skills that we see within the production side that we could, and we also did a layer for post-production and a layer for studio shows. And then, so I think ultimately the highest just based on skills that is, I think it breaks out to be 16 as you're starting salary 20 as you're like, we've mastered all those skills. And then we then, you know, that's just your camera operators. There's always conversations about maybe there's a new level that comes in. And this is something that, you know, it's still kind of in the words like a production assistant where they would start to lead and teach the camera operators and be, and so that would be outside that they progress from the camera operators to, so I mean, there's definitely conversations to be had about, you know, what are the new levels right now? We've just been like, let's just try to get the camera operators, you know, a better understanding of what skills that we are breaking out the productions. So finding the lab. So, could you email up to me? Yes, I got stuck in this part. I was like, okay, I was going to email it to you. And if I were you in a chair. No, no, I'm fine. Are you good? I would say. You've been sitting all day? I feel bad because I was going to email that to you, because I knew you would want to see it. Yeah. I'll just add that I'm excited to like get all the camera operators together too, because that's something that we haven't been able to do. And they can meet each other and, you know, we can get your feedback from them on everything from like a commitment to like this conversation policy. I like this a lot. I think it's so organized and I'm always impressed with the way you put things together. Will it be difficult to slot people into this? Do you feel like this is going to fit pretty naturally? Maybe like a checklist. Right, great. Are there things? Yeah. How many opportunities will you be able to make? Thank you. Okay, so that's not a huge number to actually like sit down and do all the math for. The next step, you're collated them. Oh, okay. Yeah. Some more. Yeah. I love that kind of thing. I love it. It's been a long time coming, so it's really, it's great to see. We did have like a soft gap measure that you may be aware of to bump them up, but it's still not enough. And it's like, we want to make sure that we can compensate everyone based on, you know, real world things. So yeah. Real world now. Cola could stand for a lot of things. The cost of leaving America. Yeah. There's like immigration to Canada. Yeah, of course, for an abortion. Oh, it sure is. I watched some of the, I watched some of the Norwich live stream and I thought production values were like, boom, boom. Like, oh yeah, they were great. They were doing a Ukraine thing that we live streamed. Oh yeah, recently. And it was clean, it was really nice. Yeah. I think that our hybrid meeting and live stream stuff has really been down to a science. Oh yeah. And I think that more people are asking us whether that's from the governors, but I think like we've gotten, I think in terms of like the live stream, so we've started to do some congressional forums live streaming and I think even like the zoom. So the legal women voters, I think it's on Thursday, they're having it virtual, but they're like, oh, can you just stream it for us? And you know, so even when we're not necessarily there, they're looking to us to help out with the live stream. So our testing out at the state house lawn was always like, it's exciting because now we know we can successfully stream because we did a, the climb out of darkness. So we did a zoom, a hybrid meeting for one of the organizations there and was able to successfully zoom out on the lawn. So it was always kind of like, oh, what's the internet like? So it's been nice to be able to kind of go to different locations and map out what the internet and the zoom and live streaming capabilities might be. Great. So you're gonna do the lawn on the independent state from the lawn. So we're actually for the July 3rd, we're back in that spot that apparently where we always are for the July 3rd over in front of what we used to be LaPriosh. So we'll be live streaming from there again for July 3rd. Here's your schedule and the ones that say, oh yeah, I just got an email from Dan that month they were live. So, yeah, excited. Great. Well, so- Can I throw a comment in on your- Yeah, please. Your, you were talking about equity and movement and possible living, et cetera. And well, I'm not identifying a source of funds right now, but I think you need to be looking at adding about five hours an hour to each of these categories. Oh, I agree. Because you're not gonna be able to retain people if they're not viewing them $22, $23 an hour. Yes. The minimal cost of living around here. So- I think this just gets us to a better place than we've been and it's not the end point. For sure. Yeah, and as this is a model, these numbers get all of them up. Yeah. Great. So yeah, the financial finances we received our Comcast check for $106,883.6 and check. Was that? Back above 100. Mm-hmm. The check from the state came in for $12,500. So that was that initial appropriation. There are a couple of bigger purchases happening at Replacement Workstation, that it won here for around $2,200. And we will be renewing our Telview maintenance agreement for $7,300. Annualist. Yeah. That's annual. Yeah. It's annual. Yeah, kind of locked in. That's how they run the agreement. Yeah. Big news from the statewide regional stuff. The governor signed the budget, which included a $600,000 appropriation request for FY23 for the 24 community media centers in Vermont. So that'll work just like the last one, except the last one I think was around 300. So this is 600, exciting. So we'll get another check around 24,000, $25,000. The same distribution mechanism. Yeah, it'll go to Vann and then just directly out. Yeah. There we go. Sorry, it comes from the state. Yeah. It came from the state. In terms of how, I remember the last one, everyone got equal regardless of the size, regardless of the name. Yeah, Vann, we've decided to burn out. And there was talk of maybe the second check would be divvied up in a different criteria, but it sounds like it'll just be not understanding that it's going to be the same. Yeah. And then going forward, hopefully there could be more money involved and then it might be different based on budgets or something like that. In that regard, I've stepped down or haven't renewed my contract with Vermont Access Networks as their production project coordinator. So I'm going to continue on just with the advocacy committee, but not as a staff person. Okay. So yeah. I'm glad we needed that decision. Yeah, thank you. There might be too many hats under one order. It's been, yeah. And I also have two crates, but those are new, I don't know. So yeah, then brings us to our to-do. So yeah, these are kind of an update from the to-do that has been hanging on to this report, creating a video, explaining how to produce an access show that was added to, you know, my lists and we're bringing that back. And I think what you have on the printout is actually like the language, we may have updated the language a little bit, that's the actual language from the past report. So this one's updated a little bit, sorry. So updating policies and procedures, no progress yet there, but that's once again something that we're enthusiastic about and willing to really dive into soon. And then a plan for an open house events at the new facilities that's been tabled of course, and I think we are looking at getting serious about that this fall, which is also related to what's going on here on the campus, the film residency in October will be the last month of your residency and then it's a big, goodbye to. And it's film. And it's film, so it might be fun to connect. I've sent a recent email to Brad Heck who I've been corresponding with in multiple regards about maybe doing something, maybe we have a shared party or something, maybe we have our open house and then they have a party and you know, something like that. Yeah, rolling day kind of thing. Yeah, cool. And then we provided a PA for a dance party they had last residency. So things like that are, it's been a nice connection. So that's it for the report. Thank you. Floor for questions or acceptor for floor for questions. I heard noise on the screen. I move to accept the report. I just wanted to say thank you because it was very comprehensive. Okay. Thank you. Oh, I meant not a question. You got it? And we do have a comment over here that I've neglected to the website update is still in the works. So that is something that was also tabled with. Yeah. Yeah, yeah. Just add that. That's on your list. That's a little of the, I would like to come in some day and if you could just show me how to like, I like maintain just the board page. So we like, I'll be on the hook for getting in the old minutes up because I know that was just like severely neglected and it was, it's something we got to get on. It's not super user friendly. It's a little bit of work to get that. I was gonna say we can definitely, it's, I think their page and once you, it's very easy once you get involved with that particular page. So I think it'll be if you have some time we can set it down. Yeah. Yeah, just stay on that page. That'd be a manageable. That's a good idea. Yeah. Great. And that was Scott Finn too. I haven't. I'm meeting with him in July. Do you have any idea what his background is? Because now that they're from our public. Right. He's gonna be heading that job. Yeah. I mean, I think that that was part of his leadership I mean, he led the merger, right? So they've been merged officially for I think a year, not more. And the branding, the rebranding is just, was just officially launched the last week. Okay. You know, I know. Right. But he's, you know, he's been with the organization since he was on the VPR side. Well, right. Yeah. He was CEO of VPR and he came from West Virginia as was executive director from a radio. Oh. So I don't, I don't know too much about him. I mean, he, what was really great is that I, I didn't mention this, but Scott Finn and Eric Ford joined the last band meeting to kind of extend to say that they really want to be involved with access. And that was their first in person here early May. So not, not the band, sorry. They joined the advocacy or the band board meeting that happened over Zoom after that. Yeah. Got it. Thank you. Good. Thank you. My test. We accept the report and present. Thank you, Mike. Dean has moved to accept the executive director's report. I'll second then. And Rachel has seconded. All those in favor of accepting the executive director's report, please indicate by saying, hi. Hi. Hi. Russell board and nay. All right. Hearing none. That's a unanimous. unanimous God. Okay. Thank you. Old business sitting on old business. I certainly. Well, it was always a strategic planning session that was going to be held. Yeah. And, and I did talk to staff about how much they wanted to roll out during the executive director's report. But since they had something so fully fleshed out and felt that new business would be the place to really share the vision going forward. I'm thinking maybe for old business, I could report out from the hiring team. Does that make sense? Because that is clearly the overhanging old business. So Rob's last day was in late May. I want to thank Chad, Rachel and Sue and Chin for multiple late Wednesdays in a row for really sorting out our criteria and are doing for people with different skill sets, real strengths here, real strengths there, real, I mean, you know, kind of fantasizing, could we build Frankenstein's monster out of these four and just had a lot of really kind of not television discussions, good kind of, what is the organization need conversations? I really came upon this like, Chin, Zach and Chris were incredibly well together. They're covering all the bases. There's been this ongoing sort of equity issue with salary that hiring an ED at this amount would not solve. Also the fact that we're running our budget this year is a dip into savings budget. And we just kind of got to this place about like a co-directors model and then just threw it to staff and they just made real decisions. Just made real numbers come out of it and real responsibilities come out of it. And the fact that they took that initiative was like another test and it was like, oh, this could really work. This horizontal management structure, a three-trip director model. So I think that turns the table to new business. I think if that's fairly enough or before anyone on the hiring team want to add to what I said, I do think if we discuss individual candidates, we want to go into executive session, but I think we're beyond that's what I want to say that the name of the model was invented by the Romans. So it's called a triumvirate. Triumvirate, yeah, yeah, yeah, yeah, yeah, yeah, yeah. It's a patriarchal word, but I like the two, two ones, but it could just be they. The triumvirate. Remembering my Roman history, it didn't work that well. Oh, I didn't, Mike, you could say something. Yeah, it only lasted two centuries. Well, geez, no, no, it only lasted one emperor. Okay. Octavius of Augustus. So Noel's had decided to study Roman history. We're clearly an old business. Right, he's just a bunch of flamboyant. Well, I know what's in her, too, but I resist to the example of it. Okay, it was only one emperor at this triumvirate. So I would say we're in any other old business, anything, anyone else from the higher team wants to add? So we could flip just into the new business presentation. I'm thinking that I want to go pretty soon, but the only thing I want to add is the whole new business thing. Yeah, once upon a time, I worked in a very dangerous gas plant. We were working with raw 100% fluorine. This stuff will set the air on. We went through about five laboratory managers in about four months. And then they decided, well, there's maybe something wrong with the job, not something wrong with the guys that we hired to be the managers. And the one thing that kind of worked is that everybody started doing the part of that management job that they did well or had a talent for. That was the solution that worked. Surely after that, the plant burned down. Yeah, we have a spares. We went to the Danyanee Club. How was that? This was at Alpha, New Jersey, right across the road from Easton, Pennsylvania. They make many different gases, but the one gas that you might have heard of had been exposed to it. They make the laser gas that makes the laser, eye surgery, instruments work. And in order to make that gas, you need to use fluorine. Well, that's my two cents, and I think I will retire. Okay, thanks for making them. And thanks for the signatures. We'll get them right down to the bank. Very good. And here's a chair. Wow. Thanks, Mike. Well, we'll be in touch. We'll be in touch. Good seeing you. Very good. You try to remember I am applying. Just remember that. Yeah, yeah, yeah. And we're going to be a election of officers comes up before then it's in the store. Yes, sir. Leather jacket. Yeah, someone... That's Dave. Oh, that's George. I think we have your leather jacket here. Have you been looking for it? I might have. From ages ago? Yeah. I don't remember. I think that we just remember it. Gotcha. Well, so yeah, we get it. We are in new business now. I've been exhausted. I heard no other bookings, right? New business it is. And everyone's great for the person. Oh, yeah. Oh, is that what you're talking about? Did you want to wear it? No, paper bag. Hey, little child. Yeah. That's all. Don't you install all that stuff? Old business that I think... I don't know if Rob ever brought it to your attention, but there was abundant COVID money, album money available in Montpelier as they have real problems with the microphones in the council chamber, with the speakers, with the balance. And I had tried repeatedly to get Rob to put a proposal in a design proposal. Do you know where... So I'm on Randolph's offer committee and they're going to roll out the intakes and applications in the fall. Is Montpelier further along? Pretty much already done. Well, it's saved 400,000 for our homeless stuff, but they know they're staying with the hybrid meeting concept and they're having a lot of trouble with people being able to be heard and be seen. And so it's an area that Orca should propose a model where you find a consultant to get in there and do the design to solve those problems. Is their window still open or they're there? They'll find some, there's money around there. Okay. Thank you. I'll just make a note on their old business. And Mike, which committee is it that you're on that we're where Randolph's having the same problem? Sorry for committee and they're... It's a rough timeline of the intake will be a pretty broad question form and then there'll be sort of qualifying applicants that will be handed sort of much more of a robust grant process type of thing. That's how Randolph's doing. Each town has a latitude. So what is different is that when their equipment doesn't work or isn't housed, it makes you all look back. Because y'all are running the sound... And it's right, right? Who produced it? And nobody's in charge and it needs an overhaul. This is an issue also that it's on the minds and priorities of the guys that, from what is the new name? What is the new name of PBS? Probably not, probably. Yeah, with Eric and Scott. Just the equipment quality, that's already there. That's already all the built in. It was ahead of this. And there was one of the things that they wanted to talk with us about is that they had heard that the state house, they wanted to try and line it themselves. And they were like, oh, there could be problems with that. So, and part of the IRLL from this, the government actually came to them and said, hey, we wanna do this and try to get them to pay for it. Looks like you weren't very interested in either. So, at any rate, so you're trying to get something going on that front. I was bringing them in on that. Yeah, I'm sure. Thank you. And thanks for your patience, Chris and staff. I think we're there for new business. Rolling out the model. Everyone should have a copy of this, but this is the share of my screen here just so we can look at it together. So, this is our pitch for going forward and that we're super excited about and kind of, oh, CJ, do you have your hand up? I think sure. CJ's hand, so. Yeah. I was just gonna ask, is the, perhaps this is in the proposal and I missed it. Is the sociocracy, whatever you called it. You got it. Sociocracy, yep. Is there a proposal for that to rental a certain amount of time and then we revisit and consider how it worked or is it sort of an all-in? Yeah, I think that our idea is that we would kind of do like a test run if you will and take it until, so six months fits nicely within the budget year so that before we maybe officialize this for the next year's budget, so six months would take us to December and then we would work on our budget for 2023 and that would be the time that we would, obviously there would be some check-ins before that but the idea that we would make it super official going forward for the next budget. Does that make sense? Sorry. Yeah, I mean the six-month trial kind of just fits ideally with July 1st. That makes sense. It's a good answer. Great. And CJ, you are a little choppy so we may sound odd trying to respond but we caught what you were asking. So just. Okay, great. And I'll turn off my video in case it's a bandwidth issue here and does that sound better? Thank you. Super, okay, I'll leave the video off then. Yeah, so that sounds good. So then that sounds fine. I would suggest sort of a three-month or kind of a check-in with the board or a board review just because it is kind of an unusual model that can work really, really well with the right team and the only concern I have is if there's a need to change, is it essentially that we'd have three co-directors and no staff? So we'll speak to that a little bit but we'll have three co-directors which is, it just gets into the next slide here, that will be exempts and then the staff will continue and the part-time staff will continue on as is. Is everyone clear why that means exempt? Cause I did some good learning there. All right, so salary, sorry, non-exempts. Oh, so we're talking labor classification. So the non-exempt, which we three are, are non-exempts. So we are watching overtime where eligible for overtime versus a exempt which would be there's salary and then they're not eligible for overtime. So generally when you make a change in classification, there's like these little tests that you do and I think we talk about it later on in here that are the administrative tests for whether we would qualify as an exempt employee would still within our job descriptions, we would qualify but we historically just been non-exempt and so we've watched our, like we submit for overtime. Is that, is that the question? Yeah, no longer eligible for overtime, salary, pay for tasks as opposed to time on the clock. Exactly, so three and then, so I'll just jump into it. So quickly, this is just the definition coming from the rule of Ramon that sociocracy is a horizontal governance structure characterized by shared leadership, equivalence, effectiveness and transparency that offers an alternative approach to organizational structure and decision-making and emphasizes continued improvement. So that is what we're calling horizontal organizational structure here. So what does it mean for Oracle Media? So we're looking at this role of an executive director which has historically overseen outreach facilities and administrative work and this is also language that we're borrowing from the executive director job description and what you've seen in the executive director job posting too. So this is a transfer of to a transition to three co-directors looking at outreach facilities and administrative roles and responsibilities among the three. So, and stop me please if you have any questions. So this is just kind of an overview and you might want to look at this in zooming in or on your paper, but this is splitting up what is from the language from the executive director job description and categorizing it under myself, Zach and Jen. So there's some shared responsibilities here. There's some shared values and the kind of that overall outreach relationships is falls under myself, the equipment facilities aspect falls under Zach and the administrative falls under Jen. So, and you can see that those little posts were those bullet points from the job description. So the easy job description, that's right. Give it up. Yes. Your content manager outreach, those remain. This is not, these do not represent the full scope of all of your news in addition to that. Yes, thank you. So again, this is the kind of look at that once again. Just just kind of flushes out. Yeah. But also this is, you can see overlaps here. So, you know, as far as hiring and a lot of this, I will say has been over the last year and a half has been held within our wheelhouse, right? So a lot of this is not new to us. So this is a really natural fit that is how we've been kind of operating. So, you know, kind of owning these responsibilities, these roles and responsibilities and recognizing the overlaps and what we share too. So you can see there that, you know, recruitment and hiring has been shared in one of the three of us. So again, looking at how this is doing up, what does it mean for Orca media? So if you can see, so that outreach is falls under myself, community engagement manager, which includes, you know, outreach, fundraising, grant writing, programming, the facilities falls under the production manager's act. So that includes equipment, studio, camera operator, training, post-production editors. So managing the part-time staff in the daily operations and then administrative that is falls under content manager Jin, calendar management, also managing the camera operators and as far as availability and scheduling, content data systems, I'll add all things IT. Yeah. So I just, I want to type in. And this slide kind of illustrates how our current position, because I think it was talked about like for the previous slide, like it's on top of it. But really, if we look at these, like the co-director side, those are things that we already are in charge of them doing. And so that's why those pieces of the executive director position flows really well into what we currently are doing since we were, like Zach was already managing the studio equipment and the camera operators. So being in charge of the facilities portion of it and overseeing and being on top of new things that come out in that field, it fits right in. And that's why we thought that this break or this, I guess, division of tasks flows really well with what we were currently doing. So even though it's on top of, it's not necessarily out of the real house. There's still three cohesive positions here. This is new for Van probably. It is. And I will say that, you know, in the very preliminary, you know, as myself mentioning to folks that this was going to be proposed, there was a lot of excitement too about like how this could be scalable, right? And looking at other nonprofit community media centers that are of our size, that are small and also experiencing a similar, you know, with the executive director, whether they're aging out of the organization or yeah, or how it works as far as an economic disparity between the staff and the executive director. So there's a lot of, I think, us being cutting that should be well. So yeah. But also the number of months between the start of it and the time the new year starts. Right, there's a lot of- It's not tweaking. Exactly. It also teaches other people that are interested. Exactly. What kind of things that came up as impediments or morale issues or competition or something like that. Which is exactly what we talked to. Of course, there's, you know, thinking about like how the board could be involved. And we'll jump into that too, as far as how these in sociopathy and this idea that there's like these overlapping circles of leadership, right? So we'll talk about that in just a second. But I think you're exactly right. And one of the exciting things that we spoke to Nathan about was maybe understanding like how we share that this experience with other band members too. Is I think an important thing that we could talk about come December, January. Just on Nathan, most of us, I agree with that. Right, because we just mentioned everything. Yeah, yeah. Does he have any background with the horizontal management side? Or is this just- Yeah, a little bit, he's familiar with- I think he's worked with an organization that has this structure. So he was, when you presented it to him and that you're investigating this option, he knew and he's like, oh, I work with this other group and thank you a little bit. Right. Is he local? Yeah, this is my brother. And then, so meet your faculty and co-directors. They have co-directors based on that merger between VCAN and RITN. So it's a little bit different but probably the most- Not truly horizontal, but it's not unheard of. Would you like that one of my big questions looking at this was splitting the job up since it's sort of being distributed among people, the people that are here, the people that are already doing things. I think sometimes you can tailor a position a little bit too much to the person. And so I was worried that, oh, if each position was tailored too much to who's here, we lose one of these people like who goes to work in Hollywood or something like that. Then it's gonna be really hard to find someone who fits into this spot but it does look like these are sort of what you would imagine would be similar skillsets. And if maybe one person left and another person came in, the exact responsibilities could be tweaked. So, okay, this new person doesn't really love this one thing. And so maybe we can shuffle that. Sure, whatever they might do. I think that it's relatively, looks to looking at it, looks pretty well distributed and balanced and along sort of staff-wise, like sort of typical sort of strengths that you would get in a person who is interested in these things. Right, right, yeah. In these things, in these things. And I think we also talked to my staff that when you look at a piece of content it oftentimes requires all three of us to be involved at different parts of it. And so it made sense that we ended up working really well together and we often because to get a piece on the calendar and on the channel, requires all three of us to work really cooperatively to make sure all these pieces fall into place. And so that's where the other part where, even though I think a lot of times there was struggles in the past of defining lanes because the content piece because each event was very, like it went into that lane and then came out into this lane that it was hard to like try to structure it that way. So having it be as far as onto one where we all kind of work together. I think part of sociocracy is that it's very transparent and everything comes to the table and says, oh, this is what's going on. And everyone's like, oh, well, maybe does that in the other? So I think it's a structure where it makes the current workflow work better just because it does highlight that transparency and getting everyone at that same table to see what's going on. That's excellent. I was a chat with the Cornell and started setting up communes and trying to arrange how they were and started our own incorporated. So I'm all aware of what can be the problems and this kind of thing. And one of the major crises in a lot of the community groups is who's liable. And I think insurance people say, I don't even know how, if somebody's grew up badly, which of the co-directors is in charge of taking responsibility? And I don't want to go into that, but I just think it's one of the issues we should think about. Absolutely. I think we also had conversations about this and that's where it would be the lead. So like community engagement and the outreach. So Christopher or the community engagement manager would be the lead in that particular piece. And so they would probably come in and grab information and discussions through the two of us, but because it is in their little segment that they would take ownership and accountability for that piece and thing with facilities and same with the administrative so that there wouldn't be like, oh, well, who is it that it would be like, oh, certain things haven't very clear. And of course there'll be some that are in between, but that if we divided it this way, it's not that they would be the lead and they're the ones in charge of being accountable for those pieces that didn't happen. And I think also, it's the new world structure, so to speak, that we've been talking about doing like a key indicator report so that we can start to track some outcomes and measures that we can be like, okay, so these are the goals that we've set and these are actual things and we could pull together some sort of report that we can be managing ongoing so that it does keep things defined so before it gets too blurry, I guess, and then falls into the past. Right, right. And I'll add that one of the other kind of situations that we imagined or dreamed of is that if there was agreements, maybe in the public or from a hard time staff, that maybe what we'll get into is kind of like how these leadership circles overlap with the board. So maybe a board person would be the appointed person for all grievances, right, so that it was outside of the co-directors and that if somebody from the public or the staff wanted to, exactly. And that would be a very formal process for which we haven't had in the past. So it's like, I think that that would also... We had a personnel committee that recommended a form. So there's a running dock of what someone had in place. And it just didn't, I think we'll be able to launch something that would better follow through than previous false start. Yeah, I think that could happen sooner than later too. So that could happen with this trial period, right? Yeah. Sounds very, very, quite exciting. Yeah, I think where we already said. It was just getting started. So this is just kind of explaining some of the numbers. Jin has done a really great job doing the math, I'd say. And then looking at based on an average of five hours over time, which... So looking at based on the average of five hours over time, how does that kind of transfer to a 60,000 a year salary? So it's pretty close. So what we did is we looked at that. And then obviously we would be... So this is that non-exempt managers becoming exempt co-directors. Yeah, and I think that also just as a personal side note is that it's really exciting too, when you are somebody that is, you know, you have a family and you're like thinking about those kind of things, not necessarily to always need to depend on overtime, right? So if you get overtime because you have to do that one week versus if you just, you know, there's not overtime work, you're gonna lose out on that income versus that steady annual. So then again, this kind of looks at the adjustment. This is monthly. So then... This is the old model. Exactly, that's the old, and then you can see the difference. So this is also what's the kind of the cost benefit is that it saves money because, you know, without hiring an executive director, you can see that that is saved. And then you can see here, there's even a breakdown of the savings of benefits, right? So salary plus the... Oh, you guys got to that too. So that's looking at six months and 12 months and Jane has broken this up just to see the cost saved. Second half of this year. Exactly. Those are just savings. This is just savings, that last slide, yeah. Sorry. So that was previous slide showed us how we got to that number. Exactly. So these three kind of give a little bit, these are all looking at a month. The six times that gives us... No, that's weekly. Sorry, this one's looking at a little bit, yeah. Where was the one with the monthly? That's this. This one, yeah. This one's monthly. So this time six will get us that 17 on the next page. This one was paying the next one was benefits. Exactly. The first line has... First line has 7. Oh, well, so this 17, it must be that 7. So this is not only benefits, this is that. This is that. So we went from week to month to six months, exactly. To the following year. Yeah. With the bigger picture, yeah. No, I agree. It's all three co-directors. This last one is just that what would be an executive director at six months and 12 months. So this is just looking at the savings of their total salary. So the totals at the bottom, the total 35,000 would be over the six months would be the savings. Exactly. That we've gotten over the six months versus the old executive director model would cost that much. And then next year will be 74,000. Yeah. So that's quite a savings. Unless you spread it out to the public. Well, that's just the opinion we now have. We'll discuss, yeah. And I think that that's the exciting thing is that lifting up everybody that's already here. It's not going to stop market. That's a big trade. Oh, yeah. We're moving out. Not buying crypto. One thing that comes to mind is that the review for the flexibility, because there could be talent among your operators. And I know that especially as you start managing state house and my failure chamber, it's more than that could be responsible for tech. Oh, absolutely. We all, yeah. I just thought seeing that there's an opportunity for the folks that are, for example, whatever they're called to start getting a piece of that. Absolutely. Yeah. And it sounds like you found a gym with Sean. It sounds like he made your example. Yeah. So I think that's where we're starting to talk about like the production system, like adding newer levels to the camera operator position so that we can once we have the talent start to say, okay, well, you know, we do want to, he's beyond just a camera operator. He can be our production assistant. He could be. So I think there's flexibility as, you know, as we start to look at redefining stuff so that there are people with positions that before, like it was always kind of schooled in, but so I think it's definitely a possibility. And I think especially now that we started to really think about the conversation policy and structuring our rather than just having people come in and just being paid that it allows us to start creating new positions that maybe haven't been there before. So that I think the other bit would be, I think with the savings, I think part of where we started with the savings was that because there was that, the budget that went into savings and how to be sustained it because it wasn't necessarily sustainable. And until we had those new ultimate revenue streams coming in that it gave a little bit of viewing. And I think that we, you know, part of like this new model is we're able to embrace like starting to like think about all kinds of things and being able to put it out there before, I think with the previous model, like we presented and then it goes through the filter of the executive factor and then to the board. And so hopefully with this model, because it's smaller circles that will start to get the board a little bit more engaged. And I think that we, oh, sorry, I'm late. No, that's exactly how that's brought in. Are there objective criteria for levels of camera operators? So there are listed in some remote source. Yeah, that's the work pretty well, to start as a camera operator, there's not a ton of like, it's pretty, is a great quality of the academic. Oh, you mean the initial skill set walking in. I'm talking about how you split up paying the camera workers and what are the criteria that people. And that's what this is. That's it. I'm sorry, I'm sorry. That's how they, that's how they, I didn't realize you guys had done it that much work. Yeah, and that I think we'll, I guess we didn't really ask for like approval on that quite. Yeah, but maybe we can touch on that in just a second. This is our last slide and that does, we can connect. That's going to be a prior slide. What's the rationale for normally management teams are on salary? What's the rationale for still leaving overtime in their versus giving them a higher salary? Go ahead. Oh, so this is not, if we moved to exempt, we would no longer get overtime. So that's the new, the new summary is based on not using overtime. And so that, that's where the new stuff, the new. Slide prior to this. Right. That's the one that could this, yeah. So, so in the co-directorship, you would become exempt. Yes. Salary exempt. So this is a way to, to see how does, how does 60 grand shake out to like what we're making? Plus all part five hours of overtime. Exactly. Right? Yeah. This is no overtime land. This is, this is with overtime, the whatever call olden days. Did I just make that more confusing? No, and I think what I'm just going to expand on that is that part of that like requirement of being a salary exempt person is that level of like management and responsibility too. And, you know, we are all kind of available after working hours. You just not, I mean, normal. Like a way you should, right? Yeah, exactly. So that's kind of why we end up with the overtime is because we do have to manage things that are, whether or not we're 11 to seven, you know, so. And I want to say, you know, Rob has brought to the board the problem of you guys working way more overtime than actually that you're, than your actual claiming. Yeah. So your level of dedication is, you know, there's a track record of you guys putting in, I don't care what the clock says. I have these things to do. So this is more natural to your positions and how you treat it. Yeah, I think it shows our commitment. You're not going to say some clock punches. So I've seen huge advantages of this work here and this idea. Hey, you already have learned out how to work together as a team. V, you have talked about the problem. We didn't have to do that. The board didn't have to sit around and try to figure out how to throw in 1.5. I don't know, what do you think about that? And so you brought the idea to us and gave us, what, seven months or something to try it out and see how it works. Yeah. So I'm saying, Rob, well. Yeah, I mean. The transition from the hiring team kind of like, could this shape into something and then just staff like turning on a dime and demonstrating both the teamwork and the viability at once was just like, holy cow. And then I guess this kind of expands on this idea of like, what is this like circles that is kind of unique to what this sociocratic model is that there's these overlapping like leadership circles and this, similar to like committees. So you see this kind of core circle of co-directors. You see the board of directors. And then we share in some of these important organizational things like policies and advocacy or policy and advocacy at representing community media out there in the world, fundraising, looking at HR and staff, especially what we just talked about that like grievance point person. So maybe that would be like an HR circle and that someone in that HR circle. Yeah, I'm gonna do a little soapbox. This is also designed that the board gets activated. Right. And I wanna say thank you to the hiring team because I got really used to like emails immediately being responded to, solving problems on email, having this kind of responsive crew going and I'm going to be in nudge with board members about just like, come on, you gotta be able to engage. If not, and you wanna step down, I understand. People are busy, but here is, and we move from monthly board meetings to every other month with the understanding that there'd be off month action going on with subcommittees and that had its fall starts. This really is like, as you say, the work they did. I mean, the boards, we're not gonna have to get down on the weeds at that level every day, but it's the requirement for board engagement. It's just gonna have to come up a notch or two. And I'm gonna be that guy. And I think we can do a lot of that lately too as far as like planning internally. Well, that's also something the board can work with somebody like Nathan. Yeah, yeah, yeah, yeah. So it isn't like board, staff, funnels, funnel coming from both ways. And it's, this is a lot more possibilities of openness. New development, funding development or a hassle or some kind of change in van. And we can apply this leadership and then we can review how we did on it. Yeah, yeah. It's a board too heavy-handed about this. Sure, yeah. It's a board that wanna get out of it and make you more than was on your job. There it is. Yeah, I think it would be really exciting. At some point, maybe that's part of that three months check-in is that we think about how we wanna present this to the public, especially with the fall. I mean, that is a little bit sooner, but like with the open house, with our language that we use for the public, and especially among other van members too. So yeah, that's it for this. And, oh, sorry, CJ, do you have a question? Two questions or maybe just two comments. I think the structure is gonna work really well for this group. So I'm for it with a couple of future-looking thoughts. And that is you three are passionate, you're committed and you're experienced and you work well together. And that is one of the most exciting and positive types of teams you can work on. So they're a joy when they happen. The future planning is, should happen, forbid something happen. And the team changes. At that time, I would suggest for the sake of the organization that trigger an immediate board review. So you've got a three-month review in addition to the team change that would trigger some kind of a review or a question about whether you need to return to a more of a traditional model. And that's all, just I've seen it work. I think it's wonderful. And I've also seen it come apart when the high-performance team make-up changes. So I love the fact that we're looking at a three-month check-in. And I also love the fact that you guys have proposed this but my one thought is just that, the two factors that would trigger a change or the main factor would trigger a change in the team make-up change. Yeah, we did have a real robust conversation about personnel changes. Are we committed to this in philosophical principle, horizontal, democratic, or is this just the happenstance of three great personalities that work great together? And your response was nicely, I'm not gonna try to ruin the nest on it, but did you guys recall your response? Yeah, I think that was a great conversation. He really did try to think about that. Like, you know, if that was the Hollywood or something like, you know, everyone's going to Hollywood. So, you know, yeah, do you wanna speak to that a little bit? So I think that actually the way we structured it was these were positions that we would have hired for. So like if I left, we would have hired a content manager. And I think that the additional bits that, like it is I was managing all the stuff that I was always presenting to an executive director and he'd taken away that piece. So in terms of if you were to find someone because they're very distinct, you could still hire someone and say, you know, and with any new person, you'd want them to work well. But I think that it is part of that function. We did try to make it positional rather than personalities. And so I think that hopefully if, you know, if there was the discovery of Zach's bones that we would still be able to like fill his part because we're constantly in communication and being transparent about what we're all working on that we could also find someone who's a production manager. And then it's also, you know, there's the opportunity do you want to be a co-director in the production realm and being charged with facilities? And if they were like, no, I don't, I just wanna be the minion in the background. Then it's like we would know enough of the facilities to take on those additional roles at the executive director position me might have been. So. I also think you're creating three more attractive positions and that means and you're hiring that you're gonna get. And I do like CJ's idea that maybe any kind of change would trigger some kind of like board review. And then, you know, maybe that position is always starting as just the community engagement manager. And that person also has to go through some kind of trial period before they can. Yeah, and also professional development going back to that grant conversation that that has been a massive gap. Exactly. So, you know, and I'm sorry to hear it actually helps us not get a kind of grip. Yeah, right, I know. So that's, I think those are all, and that's something that we could definitely put into language as we go through this like switching to planning process too and making sure that, you know, maybe that's the, that's part of the HR circle too is that that's just, you know. Did you, any kind of how often timeline thing with Nathan? Like, I mean, if so with his schedule, like conversation would really get started. It's all involved. Okay. But are you seeing like a monthly dip in or a board? Right, that's a good question. So we just got a little bit of like a menu of choices from him and has some, he's got some like the racks sort of structures that he can offer. And that's what he was thinking is that maybe we would talk about. You mind bouncing that to me? Yeah. Yeah. Yeah, I just got that started. So I haven't, Sure, sure. Yeah, yeah. No, if it's it, if it's that fingertips, that's great. So that's it, I would say on top of this that, you know, as far as like a timeline goes, I think that was at your jurisdiction, there's, you know, as far as like starting that trial period and what you, what you think are there. So that would be against the next step that we'd ask for. Yeah. Is CJ's hand. Oh, is CJ's hand at the back? Is that a fresh new hand CJ? No, it's a, it's actually a, it's not, but I did have one more question. Oh, that's right. You didn't say two, but you invited a robust discussion. We're back around. The second question or comment is, I think that is, is again, a caution, but also an encouragement. You've created jobs that require more than 40 hours a week. And so my, my encouragement to you is to take a challenge to generate so much business that you end up needing to create a hiring opportunity that takes some of the areas you guys are covering and transfers it to a fourth person who is not a co-director. Because if something, if one of you does need to leave on, if you have a kid that ends up having a special need, if you have a spouse that has or a partner or a parent that suddenly needs more time, you're going to be in a situation where overtime is no longer so easy at that point. So I'm encouraging you to work yourselves on your way out of a job, make it bigger so fast that you have to hire somebody and you can push, you know, push responsibilities under them. My, again, I'm really positive about this for this team. I'm really cautious about it being sustainable. So you'll have to grow and change the organization to make it so that you don't have to work for quite as many hours. And I suggest also that the idea that y'all had about offering to host meetings and running for other organizations is a good one where people will pay for that. And it seems to fit the mission and I would suggest a business development standpoint to develop that one, create a webpage and an outrage and say, hey, this is what we do and we can host your meetings. We can host your meetings if you're proud of state coming in and if you want to have a meeting with our businesses in the state or whatever, just a one. There's a whole network of sociocracy. There is organizations that. Which is great. And there's a group called Sociocracy for All that's based out of Amherst, Massachusetts. So relatively in our region and they offer professional development too for boards and for folks transitioning. So there's a lot of valuable resources in the area. And I will definitely second that. That is something that we've already kind of discussed like how can we maybe lift up one of the party members that we already have? Or is there something that we could package around that is like a production assistant or something like that. So that's definitely something. I like the idea of doing that sooner than later too. Yeah, or maybe that's we give ourselves a bit of a challenge that by the end of six months we've also created this new decision or something. Yeah. Yeah, I would love to see some sort of like media factories doing with having their classes and bringing people in and engaging with the community. I think will help us in a few different ways. And if it's doable, one thing is just name recognition will help. The other thing is we're working the other way at letting people out there. Maybe they're curious about podcasting more, you know but they're like nervous about doing it. Like putting faces to names and organization will help. You could find someone who was like, you know maybe they hadn't been thinking about it but they decide to pick up a few hours as a camera person. Right, right. You know, or and you know, create a pool from what you draw, you know, talent. Sustaining this, the summer energy you guys two years running. Yeah, I think that would be built up a lot of the summer energy. And I mean, as you know, a lot of the 13 to 14 year olds have asked to work here. So we'll have to wait a little bit. But you know, that was exciting to just see and they're also like, oh, we can come in any time. Yeah, I know it's really like they want to know we're here in their own show. It's like automatic outreach. Yeah, so yeah, there is a lot of good and I like that idea. Especially that could be connected well with like the conversation with the public and continuing to build up our like presence with schools and things like that. Yeah, and I mean, it's one thing when you're looking at a video like watching on YouTube that you're thinking about different learning styles are constantly having this sort of separation with my wife who is a very much she likes to watch things demonstrated. She's a visual learner, watch and then does it and I can all learn it all that way. I have to like take gear into my hands and point a camera at something and then it's like, oh, okay. Yeah, that's where, yeah, you know, so having YouTube video would be nuts. Someone can watch that and some people like 33% or whatever will learn from it and benefit from it but there are other people who, you know, will benefit from coming in and pushing the keyboard and seeing, oh, okay, you can give direct feedback, you know, cut it this way and soon. Yeah, yeah, yeah. Don't fade to black. Yeah, yeah. I have to decide over. You look at the clock is in the July and you're doing this in the middle of the night. So I'm designing. Okay. I'd like to get on the Zoom and see how the family rest. Certainly. So is there anything more important? I mean, we could probably use a motion to enact this on an interim six month basis starting with the fiscal year. It's July 1st, yeah. I would entertain that motion. Would you accept a friendly amendment? I'm gonna second the motion but I'd like to also offer a friendly amendment. I've made it, I'm the chair, I can't make a motion, I can just throw bait out. Go ahead CJ. Can you make it a, yeah, can you make it a three month then? A three month check-in. Oh, three months experiment. Yeah, quite informal. We meet every two months. So just logistically, our next meeting is August 24th, I believe, and then we would meet again in October. So three is our off month. So if you're willing to be a part of a interim committee or call it four months or call it six months or call it two months, I'm just looking at the logistics of saying three months from here, it's an off month for a board meeting. Well, you're saying this is a challenge for the board to step up. So here's your first test. I'd be willing to meet at September, yes. If it comes to that. All right, so that we could say that's the inaugural meeting of the staff circle. And I'm happy to be on it. Great, so that'll be September. We might want to call them teams. Right, but Mike, also maybe you're right and to keep it simple, you could do it a four month check-in or a two month check-in. I am just bouncing around the possibilities of what emotion might sound like, CJ. If you want to throw that one out there, you just might get a second given the time. Okay, so I'll move to fill in the words with a three month check-in requiring a special meeting of the board and staff. Is that full board or the HR circle? Honestly, Michael, I think it should be the full board because this is the future of the organization and the board's job is to make sure that the organization is healthy. And given that this is removing an executive function, there needs to be one that checks in and says, hey, how are you all doing? All right, so CJ moves to get this proposal with a three month check-in full board in September. And we'll pick that time at the August meeting to assess. And that's really a halfway point, but we'll keep it at three months. What's that? Because that way you've got to report it two months and then if there's a month to sort of rectify. And I think that makes a lot of sense to have it be a separate distinct meeting where that's what we're talking about. And that's it. That is the item of business and maybe a lot of people join remotely, but we do it at the three month. All right, so that is CJ's motion. Rachel, was that? That's a second. That's a second and thank you. Further discussion or shall I call it question? Well, what are the dates we're talking about? You know, three months would be by the end of October. The date of the, right. The next board meeting is August 23rd. That's a regular board meeting. And certainly we may kick the tires on this a bit, but let me find that for Thursday in September. Do you want to nail it down today? So I'm gonna write in the third. That's the next regular board meeting. The three month assessment would fall on the 27th is the fourth Thursday. Of September? Of September, thank you. That puts us at three board meetings in three months, but so what? That's how we used to go. 27th, there you go. Your board's already more engaged. We've got an extra meeting for everybody. Okay, good. For thank you for clarification before calling a question, are we clear enough to call a question? All those in favor of moving to the horizontal organizational structure as presented by the board this evening from the beginning of the fiscal year, July 1st, to this three month check-in at the end of September, September 27th. Please indicate by saying aye. Aye. And opposed. And that is unanimous. I just want to congratulate and thank staff for putting together such a comprehensive vision, really a vision. Are we gonna give this any name, this experiment? Well, I mean, you can say horizontal management. Let's just call it co-directors. Yeah, co-directors is sort of less new. Michael, congratulations to you as well. Yeah. No, I think it's a binary, non-binary organization, so we should call it they... I like that. I think, am I calling a German at 840? I don't even think I need a motion if you read the Roberts. Are we there? Okay, at 840, thank you, everybody, that was robust.